What Is a 'Whole' Leader?

The Head, Heart, and Guts Framework

What Is a “Whole” Leader?
Leading with head, heart, and guts requires a set of leadership requirements that are difficult to develop. It demands more than mastery of skills; it requires a leader to act with character as a human being. Becoming a mature, whole leader doesn’t mean becoming one-third head, one-third heart, and one-third guts. Everyone has a different leadership style. It does, however, mean considering options that might not fit naturally with one’s own style, in order to gather all the intelligence, times, but as Jeff Skilling and the Enron culture has proven, being smart does not necessarily provide guidance for ethical decisions. Whole leaders with the right combination of cognitive skills, emotional intelligence, and decision-making knowledge are the only ones who will succeed in managing the rapid-fire challenges of businesses today and tomorrow.

The “head” can be described as “intellectual intelligence” (providing strategy, direction, and purpose). Business leaders have led primarily with their heads. These types of leaders analyze a situation, absorb the data, and decide among rational alternatives. But today the necessary head skills are Rethinking the way things are done around here, Reforming boundaries when necessary, Getting things done, and Developing and articulating a point of view Heart.

The “heart” can be described as “emotional intelligence” (understanding, working with, and developing others). Leaders who have used their hearts to manage have traditionally possessed emotional maturity, the capacity to create trust, and the flexibility to work with a range of people. But today this must be augmented by:
•    Balancing people needs with business requirements,
•    Delivering integrated solutions though trust,
•    Working with and developing people from diverse cultures, and
•    Overcoming potential personal derailers when working with others

“Guts” can be described as “courage” (doing the right thing based on clear values). Guts leaders have demonstrated tenacity, persistence, and the ability to overcome obstacles that get in their way. They make tough, but necessary, decisions regarding everything from people to product lines and do what is right, empathy, and courage necessary to make decisions.
Whole leaders are able to anticipate and quickly respond to the needs of their companies and colleagues because they’ll have simultaneously mastered how to use their heads, listen to their hearts, and act with guts. The head, hearts. and guts framework accelerates an otherwise lengthy maturation process, and produces leaders who 
•    Are smart,
•    Possess good people skills, and
•    Have the courage of their convictions.

Being “smart” has traditionally been viewed as the most important element of leadership. This one-dimensional approach may have worked in simpler even when it  might not be the most expedient or popular solution. Today, the traditional “guts” leaders need to also exhibit:
•    Taking risks with little or no data,
•    Balancing risk and reward, and
•    Acting with unyielding integrity

 

The “heart” can be described as “emotional intelligence” Leaders who have used their hearts to manage have traditionally possessed emotional maturity, the capacity to create trust, and the flexibility to work with a range of people – which is all good. But today this must be augmented by:
•    Balancing people needs with business requirements,
•    Delivering integrated solutions though trust,
•    Working with and developing people from diverse cultures, and
•    Doing all of these things with empathy
There are downsides to this as well. Heart leaders often have difficulty making tough business decisions that are necessary to succeed and. As a result they can be viewed as too soft because they are putting the value of their personal relationships ahead of their business sense.